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Lookup NU author(s): Dr Elizabeth Alexander
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Purpose – The purpose of this paper is to investigate how perceived social category similarity – the extent to which team members view themselves as having few differences in ethnicity and national background – moderates the relationship between decision comprehensiveness and team performance. Design/methodology/approach – This study used a computer-based decision-making simulation with a sample of predominantly working adults. Findings – Results show that decision comprehensiveness leads to higher team performance only when perceived social category similarity is low. Moreover, relationship conflict mediates this interaction effect.Research limitations/implications – The findings suggest that high perceived similarity is a boundary condition that eliminates the positive effect of decision comprehensiveness on team performance. Future research should verify these findings beyond simulated contexts.Practical implications – The results of this study suggest a significant performance benefit for organizations to encourage the formation of diverse teams in organizations with low perceived social category similarity, which comes with higher team diversity. Originality/value – This is the first study that examined the moderating effect of perceptions of similarity on the relationship between decision comprehensiveness and performance of teams.
Author(s): Salvador R, Alexander EA, Bhappa A
Publication type: Working Paper
Publication status: Unpublished
Type of Article: Empirical
Year: 2019
